Blog Entries: December, 2012

Basic Overview of TOGAF


This article gives a brief overview of TOGAF that can be referred to from other papers rather than repeating the TOGAF overview per article .

TOGAF®, an Open Group standard is a member driven global technology and vendor neutral consortium, with over 350 member organisations, with headquarters in 31 countries. The organisation formed in 1996 is The Open Group. TOGAF® services include management, strategy, standards, certification, test development, innovation and research.


By using an overarching framework such as TOGAF®, a top down, holistic approach is applied, with guidance on development overseen by an architectural perspective. High level principles ensure the various parts of the enterprise employ a consistent approach to business transformation, in line with the long term IT roadmap that supports the business. High level principles are clearly stated, such as using open standards for data, ensuring the data is accessible from multiple applications. Another high level principle may be that data should only be entered once. Principles help guide the project development provides solutions, and each development has to satisfy the overarching principles based on long term business and IT goals.

TOGAF Framework


The TOGAF® framework is adaptable, and implementation of the framework can be achieved by using an analysis method which bests suits your organisational culture and way of working. The end result is that you have a clearer idea on the ‘who, why, what, where, how and when’ questions required to inform you which areas are performing well and which areas require attention. Analysis of the business, data, applications and technology domains with reference to the supporting business strategy, allows business to utilise technology to optimise business capabilities.

The TOGAF framework consists of seven key areas.  Introduction, where the title explains the content, The Architecture Development Method (ADM), which is often includes a series of lettered phases, each phase consists of a clear structure - objectives, input and outputs, and a series of described steps.  These narratives help a user understand the types of activities required whilst developing and managing the architecture lifecycle. The Content Framework includes artifacts, deliverables and building blocks that can be utilised whilst developing and managing the architecture lifecycle.   The Enterprise Continuum can be used to help classify the assets for future reuse, as the deliverables and artifacts are utilised and produced.  The two TOGAF Reference Models - The Technical Reference Model and the IIIRM are also included in the classification scheme. Finally The Architecture Capability includes Governance and resource related aspects such as roles, responsibilities, skills, maturity levels.

As mentioned in the previous paragraph, TOGAF includes the Architecture Development Method which describes a method for developing and managing enterprise architecture lifecycle, and forms the core of TOGAF. It integrates elements of TOGAF described in this document as well as other available architectural assets, to meet the business and IT needs of an organization.  TOGAF also includes Guidelines and Techniques which can be used during the appropriate ADM phases.  Techniques such as Risk management, stakeholder management, Business scenarios help users to produce the relevant artefacts and deliverables.

TOGAF ADM

TOGAF® incorporates the prioritisation and implementation of the transformation projects. This ensures that the key projects that are critical to the business are given the focus they deserve. TOGAF supports the full life cycle of the information architecture from alignment with business strategy through implementation management, then monitoring and control through to benefit realisation.

 
The TOGAF® framework enforces end to end processes rather than processes developed in silos. The results gained from this approach astound the business. Less resource is required to input and maintain data. The ‘The ‘right information, at the right time, in the right format’’ slogan suddenly has more meaning and makes more business sense.
 

TOGAF also includes Architectural Governance as part of the Enterprise Architecture Framework to encourage conformance to principles, standards, and maintain quality of products, services, assets  and resources.

Posted: 18-Dec-2012 5:38 PM by Heather Wilcox Views: 3792 Comments: 4

Maturity Models and Enterprise Architecture

Architecture Maturity and TOGAF

Enterprise Architecture requires various architectural process areas and capabilities to be in place in order to operate effectively. Based on the transformation activity and maturity levels currently in the organisation, the amount of effort and focus of the enterprise architecture effort required varies for per organisation, based on their priorities and needs.  Essentially, the maturity model must constantly evolve based on business strategy, drivers and organisational needs.

The following picture highlights the main areas central to effective enterprise architecture.

 

Enterprise Architecture Capability Maturity Model
 

TOGAF advocates the use of maturity models as a tool to assess the current status of an organisation (within a predefined scope and process area(s)).  The clear mappings of the process maturity levels both at current and future states make it an ideal tool to communicate the planned roadmap.


By creating a simple Excel spread sheet analysing Enterprise Architecture Areas, a radar graph can be generated to show current and existing target states – along with competitors or benchmark scores for the area in question.


Graphical representation of the maturity levels can be easily generated via excel:-

Using Excel to map enterprise architecture maturity

Maturity models usually define the characteristics and behaviours shown at the various process levels. The current and future desired states can also be clearly communicated via the maturity model.


Maturity models can systematically assess evolving capabilities – and by analysing the business strategy and business needs can pinpoint process maturity areas and/or capabilities that require attention.   By using maturity models a clear plan can be defined to show how the business can successfully transition to the target model.  The organization can compare itself with other companies in the industry, as well as  in the national and international environment, allowing benchmarking against  a wider environment.

Converting capability maturity model excel figures into Enterprise architecture Radar Graph
The above diagram categorises the typical enterprise architecture capabilities.  As organisations plan their activities to improve their enterprise architecture capabilities, the Maturity levels can be assessed by using the maturity model. 


By understanding areas that are currently underperforming and/or identifying capability areas that are insufficient to enable effective transition to the future state, the current and target maturity levels can be charted and road mapped in line with business needs and business strategy .  The activities of the planned work can be prioritised as required and focus should be honed in on areas that will improve performance, quality and capabilities in line with business drivers.


For example, an organisation may conclude, after assessing their project management and programme management capabilities,that their current project management capabilities are sufficient – however their architecture procurement capability is insufficient for the transformation effort that is being planned.


They may feel that unless work is done to improve this capability, future architectural work will be at risk.  The planned architectural work and priorities become more apparent as the maturity assessment and analysis progresses, due to participants being provided with insight into the business capabilities required to achieve their business goals and objectives. 


It is the enterprise architecture team, collaborating and guided by the CIO (Chief Information Officer) and key business stakeholders, who will produce the architecture roadmap and target capabilities.  The Enterprise architecture strategy and architecture roadmap will give a clear indication of the work and capabilities to achieve the target operating model.   The CIO (Chief Information Officer), works closely with top management to translate business strategy into an aligned, supporting IT strategy. 


Capability Model

The Chief Enterprise Architect and team will work with the stakeholders to elaborate this effort and assess how the transformation and merging strategy affects the enterprise architecture current landscape, processes and people.  The maturity model tool can be used to support the analysis and assessment and consequently be a useful communication tool to show the business where the main focus of the effort is required.
 

Posted: 17-Dec-2012 3:01 PM by Heather Wilcox Views: 8984 Comments: 10

 


Business Enterprise Architecture Consulting Services UK

Open Group Certification logo is a trademark and TOGAF is a registered trademark of The Open Group in the United States and other countries. TOGAF® 9 Practitioner Certification Training Level 1 and 2 is an Accredited TOGAF 9 Training Course and complies with the accreditation requirements for The Open Group TOGAF Certification for People program